Work-to-Life Spillover Effect of Leader–Member Exchange in Groups: The Moderating Role of Group Power Distance and Employee Political Skill

Abstract

While prior studies have focused on the effect of leader-member exchange (LMX), representing a dyadic differentiated exchange relationship between a leader and followers, on employees' job-related outcomes, how LMX at the group level influences one's life domain has been ignored. The present study shifted attention to the relationship between LMX mean and employee life satisfaction as well as the boundary conditions. Using a sample of 471 employees from 53 groups and hierarchical linear modeling, we examined the cross-level main effect of LMX mean on life satisfaction and the moderation of group power distance and individual political skill. The results revealed that LMX mean had a work-to-life spillover effect on employee life satisfaction. Employee political skill positively moderated the relationship between LMX mean and life satisfaction, whereas group power distance negatively moderated the relation. Theoretical and practical implications were further discussed.

Leader-member exchange fosters nurses’ job and life satisfaction: The mediating effect of job crafting

“…That is to say, in Chinese culture, "in-group" employees tend to have higher job satisfaction. However, the results reveal that LMX does not significantly influence the life satisfaction of nurses in China, which does not concur with the propositions of [25,60]. The discrepancy is possibly caused by the inclusion of individual and collaborative job crafting as an intervening variable in this research, which may weaken the direct effect of LMX on life satisfaction.…”

“…LMX helps employees gain access to substantial resources that are critical to shape their jobs [ 22 ]. Some empirical studies confirm that LMX relationship quality has a positive influence on employee job crafting [ 21 , 23 , 24 ], while other investigations on different cultural backgrounds have also proved that LMX has a positive impact on employee job satisfaction [ 23 ] and life satisfaction [ 25 ]. Employees with high-quality LMX reach a higher level of information exchange [ 26 ] and are supported and trusted by their leaders more, compared to employees with low-quality LMX [ 27 ].…”

A Happy Life: Exploring How Job Stress, Job Involvement, and Job Satisfaction Are Related to the Life Satisfaction of Chinese Prison Staff

“…Of the three models, most of the research supports the spillover model (Erdogan et al, 2012;Heller et al, 2002). Workplace experiences can spill over and affect life satisfaction in different nations, including China (Tu & Lu, 2016). Work can meet needs, such as meeting self-esteem, which in turn can raise life satisfaction.…”

İş Tatmi̇ni̇ni̇n Beli̇rleyi̇ci̇si̇ Olarak Li̇der-Üye Etki̇leşi̇mi̇ Ve Poli̇ti̇k Yeti̇ni̇n Düzenleyi̇ci̇ Rolü

“…Araştırmalar, içsel motivasyonu yüksek olan politik yetiye sahip bireylerin, çeşitli performans ölçütleri ve iş tatmini düzeyleri arasında olumlu ilişkiler olduğunu göstermektedir (Ferris ve diğerleri, 2005). Ayrıca yüksek politik yetiye sahip bireylerin iş tatmininin yanı sıra yaşam tatmini düzeylerinin de yüksek gerçekleştiği bulgulanmıştır (Tu ve Lu, 2016 (Harris ve diğerleri, 2007;Treadway ve diğerleri, 2013).…”

“…Bu nedenle lidere yakın olan grubun, liderin sahip olduğu kaynaklara da yakın olduğunu fark etmektedirler. Tu ve Lu (2016) çalışmasına göre, düşük politik yetiye sahip bireyler, yüksek LÜE ortalamasına sahip gruplar içerisinde ve özellikle kaynak dağılımının pazarlık edilebilir olduğu ortamlarda daha dezavantajlı hale gelmektedir. Bu durum teşvik, kota gibi performans ölçütlerinin sıklıkla kullanıldığı bankacılık sektöründe, örgütsel fırsatları değerlendirme ve kişisel nüfuz etme becerisine sahip ve bu davranışları içten görünerek gerçekleştirecek bireylerin tatmin düzeylerinin daha yüksek gerçekleşmesini de beraberinde getirebilecektir.…”